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1. Responsibility accounting is a system whose attributes include
A. responsibility, liability, and culpability
B. liability, accountability, and performance evaluation
C. performance evaluation, accountability, and responsibility
D. culpability, liability, and accountability
2. What term identifies an accounting system in which the operations of the business are broken down into
reportable segments and the control functions of a foreperson, sales managers, or supervisor is emphasized?
A. Responsibility accounting
C. Operations-research accounting
B. Control accounting
D. Budgetary accounting
3. A responsibility center
A. is an organization unit where management control exists over incurring costs or generating revenue
B. is responsible for all other departments
C. has a responsible manager in charge of it
D. all of the above
4. The sequence that reflects increasing breadth of responsibility is
A. cost center, investment center, profit center
B. cost center, profit center, investment center
C. profit center, cost center, investment center
D. investment center, cost center, profit center
5. A profit center is
A. a responsibility center that always reports a profit.
B. a responsibility center that incurs costs and generates revenues.
C. evaluated by the rate of return earned on the investment allocated to the center.
D. referred to as a loss center when operations do not meet the company's objectives.
D. it is a responsibility center which only generates revenues.
6. In which type of responsibility center is the manager held accountable for its profits?
A. Cost center
C. Investment center
B. Profit center
D. Profit centers or Investment centers
7. In responsibility accounting the most relevant classification of costs is
A. fixed and variable
C. discretionary and committed
B. incremental and nonincremental
D. controllable and noncontrollable
8. Which one of the following would NOT usually be considered a controllable cost for the product or division
A. factory wages
C. maintenance
B. plant salaries
D. plant rent expense
9. Return on investment (ROI) is calculated as
A. divisional operating income/divisional investment
B. divisional investment divisional income
C. divisional investment/divisional operating income










D. divisional income (divisional investment x required rate of return)

Using residual income for evaluating performance
A. penalizes managers whose segments have low ROIs
B. penalizes managers of relatively large segment
C. encourages managers to maximize pesos of profit after a required ROI has been achieved
D. encourage managers to maximize ROI for the company
An advantage of residual income is that it encourages managers to
A. accept projects which provide returns in excess of the company's required rate of return
B. to increase asset turnover
C. attempt to increase the margin
D. all of the above
The Dela Merced Companys Household Products Division reported in 2007 sales of P15,000,000, an asset
turnover ratio of 3.0, and a rate of return on average assets of 18 percent. The percentage of net income to
sales is
A. 6 percent.
C. 3 percent
B. 12 percent.
D. 5 percent.
Marsh Company that had current operating assets of one million and net income of P200,000 had an opportunity
to invest in a project that requires an additional investment of P250,000 and increased net income by P40,000.
After the investment, the company's ROI will be
A. 16.0%
C. 19.2%
B. 18.0%
D. 20.2%
Matipid Division of Expenditures Company expects the following results for 2007:
Unit sales
Unit selling price
Unit variable cost
Total fixed costs
Total investment
Consider the following:
Investment centers after-tax operating profit
P 50,000
Investment centers total assets
Investment centers current liabilities
Weighted-average cost of capital
What is the economic value added (EVA)?
A. P60,000
C. P 6,000
B. P 3,200
D. P50,000
If the investment turnover increased by 30% and ROS decreased by 20%, the ROI would
A. increase by 30%
C. increase by 6%
B. increase by 4%
D. none of these
Transfer prices are charges for
A. transportation of goods outside units of an organization.
B. goods sold by subunits to outside customers.
C. goods exchanged among subunits.
D. goods stored within a subunit.
Which item is usually not relevant to a decision by a divisional manager to reduce a transfer price to meet a price

offered to another division by an outside supplier?

A. opportunity cost
B. variable manufacturing costs
C. fixed divisional overhead
D. the price offered by the outside supplier
19. An appropriate transfer price between two divisions of the Reno Corporation can be determined from the
following data:
Fabrication Division
Market price of subassembly
Variable cost of subassembly
Excess capacity (in units)
Assembling Division
Number of units needed
What is the natural bargaining range for the two divisions?
A. Between P20 and P50
C. Between P50 and P70
B. Any amount less than P50
D. P50 is the only acceptable price
20. Company Y is highly decentralized. Division X, which is operating at capacity, produces a component that it
currently sells in a perfectly competitive market for P13 per unit. At the current level of production, the fixed
cost of producing this component is P4 per unit and the variable cost is P7 per unit. Division Z would like to
purchase this component from Division X. What would be the price that Division X should charge Division Z?
A. P 7
C. P 11
B. P 13
D. P 9